Skip to main content

Home/ UWCSEA Teachers/ Group items tagged comic

Rss Feed Group items tagged

Louise Phinney

Comic Creation in the Classroom « Fishing For EdTech - 1 views

  •  
    I have written several posts before on the importance of making presentation meaningful and interesting. Not just creating a PowerPoint because it's the easiest tool for you to create a visual representation of your content. Comic books are what I consider to be attention grabbers. After bringing out several samples, you now have the student's attention. It's what you do with that attention that really matters. For this post I thought I would share some great web 2.0 tools that allow you and your students to make comic books. I urge you to make these assignments interesting, and relevant. Make sure that they are strongly tied to important curriculum standards and benchmarks. Just because the form of presentation and activity creation is "fun" does not mean that the substance in the curriculum is not important.
Katie Day

At-A-Glance Comic Tutorials - a set on Flickr - 1 views

  •  
    Gwyneth Jones makes these comic tutorials using Comic Life & iPhoto. Covers lots of literacy/digital literacy topics.  
Katie Day

Dr Mel Comics - re graphic novels for students of all ages - 1 views

  •  
    great resources - Mel Gibson is a UK-based comics scholar and consultant
Katie Day

IA Classics: Tools of the Trade in Comic Book Form - Boxes and Arrows: The design behin... - 0 views

  •  
    Information architecture design -- explained in six black & white comic book illustrations -- useful in thinking about the design of websites and navigation
Miles Beasley

Classics Illustrated Comic Books - 0 views

  •  
    Classics turned into comics - interesting!
Katie Day

The 3 Most Common Uses of Irony - The Oatmeal - 0 views

  •  
    comic strip examples of what is irony and what isn't
Louise Phinney

Over the moon: reimagining knowledge creation (a dissertation in comics form) | HASTAC - 0 views

  •  
    Interesting ideas 'challenging the look and form of scholarships'
Mary van der Heijden

Bitstrips | Under Ten Minutes - ICT and MFL news - 1 views

  •  
    Fanastic little video (child voice) explaining how to make this comic strip on Bit strips. Lots of potential G1 upwards really as it has enormous creative potential.
Katie Day

In Pursuit of the Perfect Brainstorm - NYTimes.com - 0 views

  • Jump’s work has elements of management consulting and a bit of design-firm draftsmanship, but its specialty is conceiving new businesses, and what it sells is really the art of innovation. The company is built on the premise that creative thinking is a kind of expertise. Like P.&G. and Mars, you can hire Jump to think on your behalf, for somewhere between $200,000 to $500,000 a month, depending on the complexity and ambiguity of the question you need answered. Or you can ask Jump to teach your corporation how to generate better ideas on its own; Jump imparts that expertise in one- and five-day how-to-brainstorm training sessions that can cost $200,000 for a one-day session for 25 employees.
  • What’s clear is that in recent years, much of corporate America has gone meta — it has started thinking about thinking. And all that thinking has led many executives to the same conclusion: We need help thinking. A few idea entrepreneurs, like Jump, Ideo and Kotter International, are companies with offices and payrolls. But many are solo practitioners, brains for hire who lecture at corporations or consult with them regularly. Each has a catechism and a theory about why good ideas can be so hard to come by and what can be done to remedy the situation.
  • “We’re not only blind to certain things, but we’re blind to the fact that we’re blind to them.”
  • ...7 more annotations...
  • You often hear this from idea entrepreneurs: Don’t ask us for the answers. Let us help you frame the questions, so you can answer them yourself.
  • At Jump, they prefer to brainstorm with a variation of a technique pioneered in improv theater. A comic offers the first sentence of a story, which lurches into a (hopefully funny) tale, when someone else says, “Yes, and?” then adds another sentence, which leads to another “Yes, and?”— and back and forth it goes. In the context of brainstorming, what was once a contest is transformed into a group exercise in storytelling. It has turned into a collaboration.
  • Why now? Why did innovation-mania take hold in the last decade or so? One school of thought holds that corporations both rise and die faster than ever today, placing a premium on the speedy generation of ideas.
  • Other ideas entrepreneurs offer a “great man” theory, pointing to the enormous influence of Clayton M. Christensen, a Harvard Business School professor and an author of books including “The Innovator’s Dilemma”and “Innovation and the General Manager.”
  • Dev Patnaik of Jump has his own answer to the why-now question. He contends that advances in technology over the past three decades have gradually forced management to reconceive its role in the corporation, shifting its focus from processing data to something more esoteric.
  • “Suddenly it’s about something else. Suddenly it’s about leadership, creativity, vision. Those are the differentiating things, right?” Patnaik draws an analogy to painting, which for centuries was all about rendering reality as accurately as possible, until a new technology — photography — showed up, throwing all those brush-wielding artists into crisis.
  • Most idea entrepreneurs offer what could be described as Osborn deluxe. Govindarajan, the Dartmouth professor, presents companies with what he calls the three-box framework. In Box 1, he puts everything a company now does to manage and improve performance. Box 2 is labeled “selectively forgetting the past,” his way of urging clients to avoid fighting competitors and following trends that are no longer relevant. Box 3 is strategic thinking about the future. “Companies spend all of their time in Box 1, and think they are doing strategy,” he says. “But strategy is really about Box 2 and 3 — the challenge to create the future that will exist in 2020.” He recommends to clients what he calls the 30-30 rule: 30 percent of the people who make strategic decisions should be 30 years old or younger.
  •  
    long article on creativity, innovation, and people who are dedicated to the process of coming up with ideas....
1 - 11 of 11
Showing 20 items per page